The Lean principle respect for people as respect for craftsmanship

Abstract

Purpose The purpose of this paper is to reach a deeper understanding of the Lean principle of respect for people (RFP to facilitate Lean implementation in Western organizations outside Toyota. Design/methodology/approach This study uses an interpretative, hermeneutic approach to understand the RFP concept through a literature study of existing research about Lean implementation, and an inquiry into the underlying meaning of the RFP principle, by studying sources from Toyota and discussions about the RFP principle in Japan. Findings RFP is seen as a central principle in Lean implementations, but the failure of RFP is believed to cause Lean implementations to fail. The literature about Lean discusses the RFP principle both as a general positive atmosphere and as focused on developing the work capacity of employees. By studying the sources from Toyota, it could be understood that RFP is based on ought-respect. The authors also find that RFP is related to takumi, a perfected form of craftsmanship. The authors translate the concept to English by tying it to the recent literature about craft to develop RFP as RFC – respect for craftsmanship. Research limitations/implications As this is a conceptual paper, it is difficult to translate the findings into a tool for companies and organizations to use. However, that is the point of the paper: that the most important ideas are not translatable into tools. Practical implications It is necessary in Lean implementations to connect people’s work to craftsmanship. Through a discussion of craftsmanship before Lean implementations, it might be possible to nurture an understanding of the underlying values of Lean. Originality/value The authors have not found any papers that propose takumi as the base of the RFP principle, nor as a foundational concept at Toyota. It is necessary to understand the concept of takumi, as perfection in craft, to understand the RFP principle.

Management as craft and developing craftership

“…(2015) explore normative foundations of management as craft through three caring orientations: caring for materials, caring for process and caring for end-users. Ljungblom and Lennerfors (2021) relate craftmanship to takumi , a perfected form of craftsmanship.…”

“…Taylor et al (2015) explore normative foundations of management as craft through three caring orientations: caring for materials, caring for process and caring for end-users. Ljungblom and Lennerfors (2021) relate craftmanship to takumi, a perfected form of craftsmanship. Kroezen et al (2020) use an interpretative review of how the concept of craft has been used in management and organization theory to develop a theoretical infrastructure in which craft is conceptualized as "a timeless approach to work that prioritizes human engagement over machine control" (p. 502).…”

Do lean practices increase nurses' organizational commitment and job satisfaction in Turkey? – A private hospital model

“…Lean thinking includes two key elements: respect for people and continuous improvement (Kaizen) (Clark et al, 2013;Ljungblom & Lennerfors, 2021). Continuous improvement is only possible with the participation of personnel (Benkarim & Imbeau, 2021).…”

“…The tools and methods used in Lean constitute 20% of the lean transformation. Whereas, a large portion of 80% is spent on changing people's practices, behaviors, and mindsets (Ljungblom & Lennerfors, 2021, p.1212.…”

“…-A private hospital model. Journal of Human Sciences, 20(2), 129-142. doi:10.14687/jhs.v20i2.6293 Employees play a major role in the success of organizations if they feel empowered and motivated (Ljungblom & Lennerfors, 2021, p.1210.…”